High-potential Employees Research Articles

Talent management: Preparing future leaders

Effective human resource management is an important factor in preparing future leaders for a company. The process encompasses various strategic stages, including selective recruitment, continuous development, and solid employee retention. In addition, the utilisation of advanced technology and the implementation of diversity and inclusion values play a major role in creating a dynamic and performance-oriented work environment. In practical terms, companies that successfully integrate all of these elements can attract and retain the best talent, and create clear development paths for high-potential employees. This ensures that future leaders have the skills, experience and motivation needed to lead the company to sustainable success. A holistic approach to human resource management also ensures that every individual in the company feels valued and can make maximum contributions. By placing diversity and inclusion as a priority, companies can capitalise on multiple perspectives and diverse talents, which in turn increases levels of innovation and creativity. Advanced technologies, such as predictive analytics and collaboration tools, play an important role in supporting this strategy. Ultimately, companies committed to holistic human capital management not only prepare future leaders but also create a work environment that empowers every employee to thrive and fulfil their full potential.

Motivation as the Catalyst: Enabling Knowledge Sharing and Talent Management in Organizational Contexts

Abstract The paper explores the complex relationship between motivation, knowledge sharing, and talent management within organizational contexts. Motivation acts as driver that determine individuals to embrace knowledge sharing behaviors, improves performance and enhances goal achievement. At the same time, motivation supports effective talent management, by contributing to attract, develop and retain high-potential employees, leveraging organizational performance and innovative behavior. Knowledge sharing is closely interconnected to talent management, enabling employee development and innovation, supporting organizations to develop their pipeline of talents, by driving continuous learning behaviors and improving employee engagement and retention. The paper analyzes the relations that authors found between the concepts of interest for our research (motivation, knowledge sharing, talent management), by using the scientific papers approaching these concepts in order to perform multiple bibliometric analyzes. We used documents indexed in both Web of Science and Scopus. Supported by the analyzed literature, the paper investigates the mechanism through which motivation influences knowledge sharing and how it influences talent management. The semantic connections found after performing the bibliometric analyses, along with the intensity of the links found between the analyzed topics and other related concepts, supports the conclusion that analyzed topics present strong interrelations and also that they are closely interconnected with: performance, trust, innovation, employee engagement, job satisfaction and turnover intention.

The Impact of Exclusive Talent Management Philosophy on Employee Engagement in ABC Company

This study investigates the effects of exclusive talent management philosophies on employee engagement within Company ABC, a multinational private healthcare corporation. The research focuses on how talent management strategies influence employees' levels of engagement. Company ABC, facing significant business challenges due to its dominant exclusive talent management strategy, emphasizes external recruitment and the development of a small group of high-potential employees. This approach has led to a decline in morale, employee engagement, and perceptions of fairness, as employees feel undervalued and overlooked. Primary data were collected through surveys administered to 104 Company ABC employees, ranging from entry-level to junior managers. The study employs quantitative analysis to assess the relationship between the company's talent management philosophy and employee engagement levels. Pearson Correlation technique was used to analyze the data. Findings reveal a negative correlation between exclusive talent management and employee engagement, indicating that a focus on a small group of employees can lead to feelings of exclusion and decreased motivation across the workforce. The thesis concludes with recommendations for Company ABC to transition to a more inclusive talent management approach. It advocates policies ensuring fair and equal treatment, development opportunities for all employees, and a culture that values diversity and inclusion. These changes are expected to enhance overall engagement, satisfaction, and organizational performance, aligning talent management with long-term business success.

Global Talent Management: A Critical Review and Research Agenda for the New Organizational Reality

Global talent management (GTM) refers to management activities in a multinational enterprise (MNE) that focus on attracting, motivating, deploying, and retaining high performing and/or high potential employees in strategic roles across a firm's global operations. Despite the critical importance for individual and firm outcomes, scholarly analysis and understanding lack synthesis, and there is limited evidence that MNEs are managing their talent effectively on a global scale. In this article, we review the GTM literature and identify the challenges of implementing GTM in practice. We explore how GTM is aligned with MNE strategy, examine how talent pools are identified, and highlight the role of global mobility. We discuss GTM at the macro level, including the exogenous factors that impact talent management and the outcomes of GTM at various levels. Finally, we identify some emerging challenges and opportunities for the future of GTM.

Comparing Promotability Outlooks: Industry Professionals vs. MBA Student Perspectives

In career advancement research, understanding the nuanced perceptions of promotability is crucial for both Industry Professionals and MBA students aspiring to navigate the professional landscape. The result of this study delves into the methodological nuances of comparing promotability perceptions between these two distinct cohorts, employing the permutation methods as a robust and effective technique, which confirmed the result of the T-test and Cohens d. The permutations method, a nonparametric approach, excels in situations where traditional parametric methods fall short, especially when dealing with small sample sizes and non-normal distributions. There were 31 students and 27 organizations involved in the study. The High Potential Employees (HiPos) is the theoretical framework used to examine the gap between the rating of Industry professionals and MBA students' self-rating. The researcher is interested in identifying the indicators with the widest gap. Learning agility and leadership spirit were the top two indicators with the most extensive positive difference, while turnover intention was the only indicator with a negative difference. Notably, turnover intention and job engagement were the two indicators with a significant statistical difference in rating between MBA students and Industry Professionals. Also, job engagement depicts the highest Cohen's d size comparison. The result of this study unravels the intricacies of the perceived promotability of MBA students based on their self-rating and the industry professionals' perceptions.

Peran SDM Dalam Mencapai Keunggulan Kompetitif

MDSM plays a role in selecting and maintaining the best abilities. Competitive advantage will be gained by businesses that are able to attract, develop and retain high potential employees. Human Resources is responsible for finding people who have the necessary information and values that match the organization's vision and mission. According to Malayu Hasibuan (2013) MDSM is knowledge and expertise related to the relationships and work of the workforce so that they are feasible and effective in helping to understand the goals of associations, workers and society through the resolution of human assets. the executives work like preparations. sorting, acquisition, improvement, remuneration, coordination, support, discipline, and ending. Viable advantage is characterized as a state in which the competitive cannot imitate the positive side of the organization that enjoys great advantages and prevents it from competing or competing (Macky and Johnson, 2003).

A Case Study on the Transfer of Training as Influenced by Perceptions of Self-Leadership by Extension Professionals

Employee potential and development are critical, and training has been identified as a way to create high-performing work cultures and high-potential employees. The purpose of this study was to understand how Extension employees perceive their self-leadership as impacting their transfer of training after they participate in professional development. The study aims to answer the following research question, “How do Extension professionals describe their experiences of transfer of training as influenced by their perceptions of their self-leadership? The methodological approach used for this research was the case study. Data collection methods included a questionnaire, interviews, and document review. A semi-structured interview protocol was used, and explanation building was used for this purpose. Through the coding of data, three themes and 12 subthemes emerged. Findings revealed that while they were specifically not aware of the strategies of self-leadership, participants did use some of the strategies naturally, found success when using the strategies as they related to transfer, and firmly believe Extension faculty need to learn more about self-leadership and the strategies to support transfer and their overall role.

Corporate Social Responsibility in the Greek Mining and Quarrying companies

This paper aims to investigate the diffusion of the concept of Corporate Social Responsibility (CSR) and the degree of implementation of CSR practices among the Greek Mining and Quarrying Companies. A research study was conducted through a structured questionnaire among the ISO 9001 certified Greek Mining and Quarrying Companies. CSR appears to be very important for large companies which are able to allocate resources for the required CSR actions. Results show that most of the financial resources available for CSR actions are related to the environment and that respondents expect that through CSR actions they gain better relationships with the local community and the general business environment, they achieve improved employee performance, and they attract and maintain high-potential employees. Participants in the research consider bureaucracy, lack of knowledge, the small size of business and the implementation costs as the main inhibitors for the achievement of the CSR principles.
 The research of this work was limited to the Greek mining companies that are certified according to ISO 9001. Future research could be conducted on the CSR awareness of the non-certified companies as well. The study may help managers of the mining companies to focus on specific CSR elements when they decide to follow CSR principles. The implementation of the CSR principles in the mining industry has attracted considerable attention in the CSR literature and this study is an attempt to assess the concept and the benefits of CSR within Greek mining sector.
 JEL Classification code: M14.
 Key words: Corporate Social Responsibility; CSR; Mining and Quarrying; Greece

Beyond Performance: Does Assessed Potential Matter to Employees’ Voluntary Departure Decisions?

ABSTRACTFirms are increasingly implementing performance–potential assessment systems, whereby supervisors evaluate employees’ current performance and future‐oriented potential (i.e., promotion prospects). Whether retention is greatest for high performance–high potential (HiPo) employees under such a system is an empirical question—while the “promise” of a promotion may aid retention, these employees likely face attractive outside options. Using data from a multinational firm, I find that HiPos generally depart at a lower rate than lower performing non‐HiPos. Among shorter tenured employees, I find the strongest evidence that potential matters to departures, above and beyond performance. In several instances, the rate of departure is lower when assessed potential is higher, holding performance constant. This is the case both among higher performers, where high potential leads to HiPo status, and among lower performers where high potential affords no such status. My findings suggest that HiPo status and potential ratings may help in facilitating employees’ early sorting decisions.

Talent Management Practices in the South African Public Service

Talent management refers to the attraction, selection, and retention of employees, which involves a combination of HR processes across the employee life cycle. This study explored the best practice in talent management to ensure high potential talents are employed and retained due to the rising rate of employee turnover in the South African public service. A literature review and meta-analysis were conducted to explore different authors' views on the three main objectives of the study, which are to know the competencies of talent managers in developing high potential employees; explore the mechanisms talent managers can adopt in keeping high potential employees and to reveal the best practices in talent management. Findings from the study revealed that talent management is essential in assisting the employees in advancing their skills, improving their performance, and feeling engaged and motivated, thus allowing them to achieve desired goals. The ability to facilitate good planning, decision-making, change management, interpersonal relationships, emotional intelligence, programme implementation, and learning opportunities are the competencies required of talent managers to develop potential talents. Effective communication and feedback, promotion and advancement, efficient leadership, work-life balance, good organisational culture, development and training, and organisational commitment are the competencies required of talent managers to retain talents in the organisation. Regarding the best talent management practice, the study recommended that talent managers should specify the skills they need and select from a diverse pool of candidates. Other factors include onboarding practices, learning and development, performance management, an effective reward system, and a succession plan.

Ambitious and driven to scale the barriers to top management: experiences of women leaders in the Nigerian technology sector

The four theories—gendering of careers, glass ceiling, gender stereotypes and work-life balance—of the lack of inclusion of women in the technology sector have a certain face validity when looking at Nigeria, a historically patriarchal nation undergoing significant growth in penetration and diffusion in the technology sector. Consequently, this article is the first to further develop these theories through a critical realist exploration of the experiences of female senior managers in the Nigerian technology sector. The findings show that women technology leaders are ambitious and driven to scale the barriers to senior management roles. These four theories are extended by providing empirical data and insights into how this phenomenon is experienced differently in the Global South. The article recommends that organizations implement policies that support skilled and high-potential women employees to fulfill their career aspirations, thereby disrupting stereotypes and changing the dominant, masculine narrative of the technology industry.

Blended learning program effectiveness – A Study of High Potential Employees in the Manufacturing Industry- A Systematic Review

Background: With the volatile corporate landscape, an immediate ad-justment in the strategies for blended learning programs is crucial. The management holds significant expectations from the human resources and training departments, urging them to devise inventive, time-efficient, travel- friendly, and cost-effective approaches. Purpose: The Purpose of the study is to determine the blended learning program effectiveness among high potential employees in manufacturing industry. This subject was prevalent in industries such as manufacturing industries. It has a profound impact on the long-term sustainability of organizations, particularly in engaging, nurturing, and retaining high-potential employees within the manufacturing industries. Methods: This research approach offers a thorough understanding of the connections between blended learning program effectiveness, high-potential employees, and manufacturing industries by combining a literature review of 18 research papers, case studies, and surveys. Findings: High potential employees, training professionals, as well as other employees have shown a favourable attitude toward the integration of blended learning program effectiveness methods in manufacturing industries-learning environments. Many firms put a high value on BL because employees are encouraged to learn on the job by participating in work-based activities that include high potential employees as learning partners & make use of business resources they have developed. Conclusions: This research methodology aims to provide a comprehen-sive comprehension of the interrelationships among blended learning programs, their efficacy, manufacturing organizations, and high-potential employees. This will be achieved through the integration of literature reviews, case studies, surveys, interviews, and meticulous data analysis.

Study Protocol: Development and Validation of a Framework on the Personality Characteristics of High-Potential Employees (Hi-pots)

Background: Modern organizations recognize the importance of identifying, developing, and retaining high potential employees (hi-pots) who can contribute to effective functioning. They try different talent management strategies and frameworks to meet this purpose. Research shows that the involvement of a hi-pot in a team could increase the effectiveness, nearly 5-15%. The prevailing methodologies and models to identify hi-pots lack scientific evidence and are descriptive.
 Methods/Design: The study will follow an exploratory sequential research design with four phases: 1) Meta-analysis review; a systematic review of the literature using category checklist 2) Qualitative; semi-structured interviews to explore the personality of hi-pots 3) Quantitative; exploring the framework on the characteristics of hi-pots 4) Tool development; developing a measure to identify hi-pots
 Discussion: In this study protocol, we present the methodological approach to develop & validate a framework on the personality characteristics of hi-pots. The framework will help organizations to facilitate better talent management strategies.

The Role of Executive Coaching in Managing Organizations

ABSTRACT Executive Coaching emerged out of the management changes in the for-profit sector during the closing decades of the twentieth century. The goal was to raise performance through enhanced engagement and collaboration. Companies discovered the power of Executive Coaching as a complement to training or as a separate function. Initially, hired to work with senior management, it expanded to include younger high-potential employees and middle managers. The goals largely remain to raise individual, team, and organizational performance. The article exemplifies the prospects of Executive Coaching for nonprofit organizations through brief case studies of two for-profit males and two nonprofit women, one of whom is a minority. While women make up 75% of the nonprofit workforce, they are severely underrepresented in leadership positions. People of color are an even smaller percentage. Here is where Executive Coaching could play a pivotal role. It is an excellent moment for nonprofit leaders to provide opportunities for individuals with diverse backgrounds. This change would enhance management and organizational performance while achieving greater gender and racial equity.

LEADERSHIP DEVELOPMENT: A PSYCHOLOGICALLY-INFORMED PROCESS THAT SPAWNED A GENERATION OF CEOS

Karol Wasylyshyn and Raj Gupta provide an in-depth look at a long-term leadership development process at Rohm and Haas that was dubbed “one of the best CEO universities” in the world. On a deeper level, they provoke reflection on the value of connecting holistically with high potential employees and on how, in doing so, we can maximize both human potential and business growth.

Know Your Stars Before They Fall Apart: A Social Network Analysis of Telecom Industry to Foster Employee Retention Using Data Mining Technique

Social network analysis (SNA) has emerged as a significant paradigm for research in data mining community for measuring and analyzing human dynamic network structure. At organizational level, SNA can enhance our understanding of work place social interactions and unveil the hidden stars embedded in informal networks by investigating nodes and edges of complex networks. For this study, we aim to formulate a network centrality based quantitative method to identify the High potential employees (HiPos) and Influencers of telecom sector and explore the relationship between degree centrality of these star employees and their turnover intention by modeling the dynamics of their workplace social ties and predictive data mining technique. We investigated the multiplex work and advice network in two leading telecom operators of Pakistan i.e. Ufone and Zong. For the statistical analysis we conducted a quantitative and visual network analysis in UCINET along with correlation and regression. Our results showed a negative correlation between HiPos out-degree centrality and turnover intention and a positive correlation between influencer’s in-degree centrality and turnover. Whereas perceived investment in employee development (PIED) was found to mediate the relationship between in-degree centrality of influencer and turnover intention. The correlation results were then verified in regression model. These findings will guide the telecom operators in designing an optimal structure for business intelligence by providing critical insights of their star employees and help them to investigate the influence of central nodes on dynamical processes of its heterogeneous networks and thus enhance employee retention before a star falls out.

Manager’s business career planning under current conditions

The theoretical foundations of business career planning for manager are discussed in this paper. Emphasis is placed on the development of competitiveness and career growth in the labor market under current conditions, provoked by pandemic. The existing types of career growth are described and the main literature covering the issues of planning and development of individual career growth and the concept of «career» are analyzed. The author’s interpretation of the concept of career is proposed. It is established that for rapid adaptation to the changing conditions of the competitive environment, the state of intellectual capital of any organization, the carrier of which is its staff, are of great importance. It is determined that the so-called high-potential employees are the first among the all promising for long-term prospects. The main tasks of the company management concerning the development of such employees, in order to obtain the greatest return from them in the future are listed in this paper. The described proposals can be used in practice of any company aiming to occupy rightful place in modern economy. It is noted that not only the professional qualification level of manager, his ability to use existing knowledge in practice, but also his ability to learn, to generate new progressive ideas increasingly affect not only the manager career but also the company competitiveness the as a whole. In the course of scientific research it was established that the personality development is influenced by four factors – heredity, environment, upbringing and activity. Certainly, heredity affects human development, but each individual complements the inherent qualities of nature, while realizing its potential through self-development and self-improvement. According to the interpretations of philosophical dictionaries, development is irreversible, natural, purposeful, qualitative change of material and ideal objects. Based on the in-depth analysis of scientific literature, we concluded that manager’s career is manager’s desire to develop, learn and be ready to solve the most important problems, to advance in professional activities to obtain higher position.

Research on Behavior Prediction Based on Deep Learning – Take Chengdu Economic Innovation Enterprise as an Example

As the company’s workforce continues to expand, finding key features related to employee performance, quickly identifying high-potential employees, and predicting a rise in turnover are hot spots for research. This paper first analyzes the key characteristics of dataset performance and applies deep learning to identify high-potential employees and predicts the rise of separation. Compared with traditional machine learning methods, it can be seen that deep learning applications have a greater improvement. The aim is to provide a new idea for the intersection of human resources and computer AI. In the preparation of this article, a large number of companies’ desensitized employee data were collected in the real industry, including job, performance, education, and data communication between employees. Firstly, an interactive network-based employee topology map was established. According to the large amount of data collected from the real industry, the key characteristics of employee performance were analyzed, and a series of models were compared to traditional machine learning methods and deep learning calculation indicators, including accuracy, AUC and other indicators.

Outcomes of talent management: the role of perceived equity

PurposeTo date, the effects of two approaches – inclusive and exclusive – to talent management (TM) on employee outcomes are largely unexplored. This paper explores the role of perceived equity and theoretically examines the process through which these TM programs impact employee outcomes.Design/methodology/approachThis paper draws on the job demands-resources model and equity theory and proposes a typology of employee outcomes in the context of different approaches to TM.FindingsBased on the theoretical framework, the paper argues that in the context of both inclusive and exclusive TM, perceived equity is a valuable resource that motivates employees and results in favourable outcomes.Research limitations/implicationsFuture empirical studies should test the propositions put forth in this paper. The multilevel research design would allow for an in-depth analysis of organisational contexts, and qualitative studies using in-depth interviews can provide greater insights into employees' experiences and perspectives of TM programs.Practical implicationsThe paper presents implications for managers and human resource (HR) and TM professionals regarding how to get the most out of their TM programs. These implications are important since employee equity perceptions can influence the effectiveness of TM programs.Originality/valueIn this paper, the authors add to the literature by examining the role of employee equity perceptions in the context of inclusive and exclusive TM and to highlight how perceived (in)equity could lead to negative consequences, even among high potential (HiPo) employees.

Studying the Tensions Between 'Exclusive' and 'Inclusive' Talent Management

Talent management is a growing research stream within human resource management, and despite the great progress accomplished in the definition and conceptualization of talent management, there is still an acute debate among scholars and practitioners with regards to the best approach to talent management: whether it is exclusive – focusing on the most high-performing and high-potential employees, or inclusive – aiming at developing all the employees. This lack of consensus hinders the advancement of the field. The current symposium aims to advance the talent management literature stream. First, it contributes to a better conceptual clarity with regards to the definitions of exclusive and inclusive talent management. Then, it explores the consequences of these approaches on employee attitudes and behaviors. Finally, it sheds light on the challenges that multinational companies specifically face with regards to the implementation of such practices. Relationships Between Different Talent Management Approaches and Employee Performance: A Dyad Study Presenter: Maria Christina Meyers; Tilburg U. Examining the Factors that Lead to Higher vs. Lower Coworker Envy in Organizational TM Programs Presenter: Anand Prema Aschwin Van Zelderen; KU Leuven Presenter: Nicky Dries; KU Leuven Presenter: Elise Marescaux; IESEG School of Management (LEM-CNRS 9221) The Relationship Between Manager Characteristics and Preferences for Inclusive vs. Exclusive TM Presenter: Francoise Cadigan; MacEwan U. Balancing Exclusive and Inclusive Talent Management in a Multinational Company Presenter: Domitille Bonneton; Groupe ESC Clermont Presenter: Marion Festing; ESCP Business School Inclusiveness and Selectiveness – Global Talent Management in Scandinavian Subsidiaries in Singapore Presenter: Stefan Quifors; Auckland U. of Technology Presenter: Torben Andersen; Aarhus BSS, Aarhus U. Presenter: Erling Rasmussen; U. of Auckland